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| Documents/DOT/6: ORGANIZATIONAL EXCELLENCE |
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Advance the Department's ability to manage for results and achieve the goals of the President's Management Agenda. Other Information: Finally, we cannot achieve our strategic goals without vision, leadership and a culture of teamwork, collaboration and continuous improvement. We resolve to be leaders in pursuing best practices and achieving results that benefit taxpayers and the Nation. Our central management strategy for achieving organizational improvement will be delivering the results described in this Strategic Plan and full implementation of the President's Management Agenda (PMA). OUTCOMES 1. Achieved strategic management of human capital goals 2. Achieved competitive sourcing goals 3. Achieved financial performance goals 4. Achieved budget and performance integration goals 5. Achieved E-government goals 6. Achieved Real property goals STRATEGIES We cannot achieve our strategic goals without vision, leadership and a culture of teamwork, collaboration and continuous improvement. We shall be leaders in pursuing best practices and achieving results that benefit taxpayers and the Nation. Our central management strategy for achieving organizational improvement will be delivering the results described in this Strategic Plan and full implementation of the President's Management Agenda (PMA). Program oversight and stewardship are critical and ongoing objectives for DOT. We will continue to focus resources on activities that ensure that every Federal dollar is well spent and that program operations and processes are efficient and streamlined. For example, monitoring the cost, schedule, and performance of Federal-aid transportation infrastructure projects, especially major projects costing over $500 million, are critical to identify problems and initiate action to mitigate risks. The monetary threshold was lowered by SAFETEA-LU, which had the immediate effect of increasing the number of Major Projects requiring Project Management and Financial Plans from 21 to 37. In addition, more than 80 potential major projects are currently in the environmental review stage. To make DOT the most desirable place to work in the Federal Government and the internationally recognized focal point for transportation core competencies, we must face and address a number of challenges in the years ahead. Most critically, we must attract the best, the brightest and the most diverse workforce and inspire a new generation of innovators in transportation. Each of us has the responsibility to help DOT become the employer of choice not only within the transportation sector but also within the Federal Government. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for Organizational Excellence and to execute the strategies presented below. The schedule for executing our organizational strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS DOT workforce departures are the primary external factors that could affect our ability to achieve our organizational goal. Anticipated retirements and the move to a new headquarters building may have a significant impact within DOT’s management levels during the next few years. Many employees are now eligible to retire, especially in the Federal Highway Administration, which has the largest concentration of retirement-age managers. The pending retirements will affect institutional knowledge and memory. Moreover, the aging workforce may require retraining to close the skills gap to function successfully in a future environment with advanced management tools, new hardware and software platforms, and networking capabilities. Aggressive marketing, outreach and recruitment initiatives will be necessary to attract highly skilled and diverse candidates to fill the next generation of DOT employees and managers. Objective(s):
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